• Rising regulatory pressure, growing e-commerce volumes, and the expansion of high-compliance verticals have pushed traditional GSAs to migrate from pure sales houses to integrated service providers. Global GSA Group exemplifies this shift by adding trucking, ground handling, warehousing, and specialist vertical capabilities to deliver end-to-end value rather than isolated capacity sales.
• Airlines now expect strategic, digitally enabled partnerships rather than transactional representation. Global GSA Group’s use of forecasting, optimisation, and real-time digital intelligence is enabling dynamic pricing, higher service reliability, and tailored models for fast-moving segments such as e-commerce and express.
• Investment in technology, data governance, and cybersecurity — combined with alliances across specialist ecosystems — is allowing GSAs to enter complex sectors like pharma and valuables. As legacy processes elsewhere in the chain slow end-to-end optimisation, capability depth, compliance, and talent development are becoming key differentiators for long-term growth in high-value cargo segments.

General sales agents were once defined by a single role: selling capacity. But as air cargo has shifted toward higher complexity and compliance, the GSA model is undergoing a fundamental transformation. 

“Over the past three decades, Global GSA Group has purposely transformed its portfolio, shifting from a classic ‘sales-only’ GSA to a multi-specialist GSA+ organisation with integrated trucking, ground handling, warehousing, and advanced cargo verticals,” said Aytekin Saray, CEO of Global GSA Group.

This evolution reflects broader changes in air cargo. Rising regulatory pressure, the growth of e-commerce, and increased demand for specialised verticals like pharma and valuables have pushed traditional GSAs to expand their role — or risk being left behind. 

“Our specialised handling capabilities support high-compliance segments, including pharma, perishables, valuables, e-commerce, and complex regional operations,” Saray added.

Global GSA has also made digitalisation a central pillar of its operations. “Global GSA Group positioned itself as an early digital adopter, integrating tools such as SkyPallet, CargoAi and Rotate to support an industry increasingly driven by transparency, efficiency, and data-led decision-making.”

New cargo, new customers, new expectations

The company says its customer base has changed significantly over time – with major implications for product and pricing strategy. 

“Over time, Global GSA Group has attracted an increasingly diverse customer base, expanding from traditional forwarders to fast-growing sectors such as e-commerce consolidators, express operators, and niche specialised forwarders,” Saray noted.

Today, airlines are looking for more than transactional sales. “Airlines now seek strategic, digitally enabled partnerships with Global GSA Group, recognising the added value we bring beyond transactional sales support.”

That value increasingly lies in data and visibility. “Global GSA Group has increasingly built pricing strategies around digital intelligence, using real-time forecasting and optimisation to support more dynamic, flexible models,” said Saray. “Our growing role in express and e-commerce cargo has also led to specialised, speed-driven pricing models designed specifically for high-velocity, reliability-focused flows.”

This data-driven approach also underpins the company’s financial planning.

 “Global GSA Group uses sophisticated data analytics and AI-led forecasting to evaluate product profitability, seasonal patterns, and long-term contribution across its network,” said Saray. Pharma, perishables, and express are currently the highest lifetime value segments.

Technology has also enabled the company to expand into verticals once considered too complex. 

“Technology has enabled Global GSA Group to elevate precision, compliance, and operational visibility across all its specialised cargo categories, allowing us to introduce and scale segments that require meticulous handling, such as pharma and valuables.”

Still, progress isn’t evenly distributed across the sector. “Industry-wide legacy systems and fragmented processes remain significant barriers,” Saray said. 

“We often operate more advanced systems than some stakeholders around us, limiting the full potential of end-to-end optimisation.”

The group is investing in cybersecurity (including ISO 27001 and SOC 2 certification), talent development, and further automation to strengthen consistency across its global network. Strategic partnerships have also been central: “Our alliances with Aerion’s ecosystem — including TCE, HealthC’Air, Mail&More and CargoTech – have been essential in expanding our specialised product segments rapidly and efficiently,” Saray said.

The company sees long-term opportunity in high-compliance cargo. “We expect significant growth in pharma, express/e-commerce, and specialised high-compliance cargo where our expertise already positions us strongly.”

“Our competitive strength lies in our people, local expertise, and culture of continuous training, supported by strategic leadership that drives our long-term transformation.”